1. Strong school culture and values

Teachers want to work somewhere that aligns with their principles and where they feel part of a positive, inclusive, and collaborative community. Teachers who feel unsupported by their leaders are far more likely to leave. Persistent, disruptive student behaviour is a major cause of teacher stress and burnout.

The solution: A positive, supportive school environment acts as a crucial buffer against the stresses of teaching. Schools with clear, consistent, and well-enforced behaviour policies backed by leadership are successful at retaining staff. Schools should showcase their ethos, celebrate achievements, and involve staff in decision-making to strengthen culture.

2. Supportive leadership

Strong leadership is a key factor in teacher retention. Teachers appreciate approachable, transparent leaders who provide guidance, mentorship, and constructive feedback. Teachers want to feel like respected professionals with control over their workload and the ability to make informed judgements. Effective leaders are highly visible, communicate clear expectations, and trust their staff. 

The solution: Investing in leadership development and encouraging open communication makes schools more attractive. Ensure leaders are trained in developing a climate of trust and respect. Give teachers appropriate professional autonomy, and provide support for challenging student or parental interactions.

3. Professional development and career progression

Opportunities for training, upskilling, and career progression often outweigh pay for teachers. Teaching staff want opportunities to develop their expertise and see a clear path for growth in their careers.

While CPD like internal training and lesson observation are valued, educators want external training and support systems that equip them to deal with increasing levels of complex learner needs (e.g., special educational needs (SEN), mental health, trauma-informed practices, and complex behaviour).

The solution:  Schools can offer CPD sessions, mentoring, and pathways to permanent or senior roles to keep staff engaged and motivated. Schools offering mentoring, opportunities for promotion or specialisation, and a collaborative culture often retain their staff. This approach helps educators see a future within the school.

4. Workload, work-life balance and wellbeing

Research consistently identifies excessive and unmanageable workload as the single biggest factor driving educators out of the profession, often cited as the main reason for considering quitting.

Teachers spend significant time on non-teaching tasks, including admin, data analysis, and behaviour follow-ups. A staggering 75% of teachers reported spending too much time on general administrative work in a 2023 DfE survey.

Education offers less flexibility compared to other graduate careers. As the workforce expects greater work-life integration, this is becoming a key differentiator. Teachers nowadays want formal flexible working arrangements (e.g., compressed hours, job shares). Teachers want the confidence to request ad hoc flexibility (e.g., for medical appointments) without being penalised or impacting career progression. Flexible working is challenging for schools, yet 82% of school leaders who offer flexible working say it has helped to retain school staff who might otherwise have left the profession.

Sustainable workloads, flexible scheduling, and wellbeing initiatives will be more important in 2026. Schools that prioritise staff wellbeing and support work-life balance are more likely to retain and attract teachers in a competitive market

The solution: Schools need to implement systemic changes to reduce administrative burden, invest in technology that streamlines processes, and ensure that their internal systems (like data collection and marking policies) are designed to be efficient, not exhaustive. Take time to audit administrative tasks and review or remove non-essential data collection, marking policies, and paperwork. Focus on high-impact, low-effort routines.

5. Sense of community and feeling valued 

Teachers want to feel connected, not only to colleagues, but also to students, parents, and the wider school community. Teachers thrive in teams that share responsibilities, particularly for complex pastoral and behavioural issues. This includes collaborative planning time and shared marking responsibilities.

The strongest intrinsic motivator for staying in teaching is seeing the positive impact on students. Schools that celebrate student success and connect teachers to these outcomes reinforce the purpose of the job. Feeling valued matters to teachers, too. 

The solution:  Schools can encourage team-building, social events, and collaborative projects to build strong connections. Timetabling and recruitment processes must start with the presumption of flexibility, rather than trying to fit flexible requests into a rigid, pre-existing structure. Simple gestures like regular feedback, awards, or acknowledgement of achievements can have a big impact on teacher satisfaction and loyalty.

Creating schools teachers want to work in

Attracting and retaining teachers in 2026 isn’t just about salaries; it’s about the experience. Focusing on culture, leadership, professional development, wellbeing, recognition, and community creates an environment where teachers want to work.

Looking to attract and retain top teaching talent in 2026? Holden Knight Education can help you connect with skilled, motivated teachers who fit your school’s culture and values. Learn more here.